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A look inside the insanely successful life of billionaire Uber CEO Travis Kalanick

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travis kalanick, ceo uber

Five years ago, Travis Kalanick launched a startup called UberCab in San Francisco.

Fast forward a few years and Kalanick's company, now just called Uber, is now one of the most lucrative in Silicon Valley.

Uber operates in 311 cities in 58 countries, and it could be worth as much as $50 billion.

Thanks to that sky-high valuation, Kalanick made Forbes' list of the world's billionaires, where the 38-year-old serial entrepreneur is said to have a net worth of about $5.3 billion.

SEE ALSO: THE SILICON VALLEY 100: The most amazing and inspiring people in tech right now

Uber CEO Travis Kalanick grew up in Northridge, California, a suburb outside Los Angeles. When he was a kid, he wanted to be a spy.

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But Kalanick would eventually follow in the entrepreneurial footsteps of his mom, a retail advertiser. He went door-to-door, selling knives for Cutco as a youngster. He started his first business at age 18, an SAT-prep course called New Way Academy.

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Kalanick's parents, Don and Bonnie, would be "rider zero" when Uber launched in Los Angeles.

 

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Travis Kalanick wants to transform Uber into a 'real Chinese company'

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Uber CEO Travis Kalanick has said he wants to build the ride-sharing startup into a "real Chinese company."In an interview with Chinese business publication Caixin published on Tuesday, Kalanick raved about his company's success, and how China is "so different than the rest of the world."

It's easy to see why Kalanick is excited: Right now Uber is doing very well in China. Just how well? Take a look at this recently leaked chart:

uber graph china annotated

The above graph plots the number of monthly trips against months since launch for various cities across the globe. Red lines are Chinese cities, and blue lines are everywhere else. It shows growth in a country unlike anything Uber has seen elsewhere in the world. It's stratospheric.

travis kalanickKalanick doesn't think this growth is down to the sheer scale of China, however. "When you're talking about your first 1 million customers in each city, it doesn't matter how big the city is, there're more than enough left,"the CEO says. "But what we find is, even among the initial customers, our growth in China has gone much faster than what we've seen elsewhere."

So what's the reason? "I believe it's because of the way Chinese people and Chinese social products allow people to interact and socialize and spread the word about things that are interesting. That's interesting because that means every new technology that comes out will spread faster in China."

Uber is taking a different tack it has elsewhere in the world. It is actively seeking out Chinese investors, and running the operation as a distinct unit. For Kalanick, this is about making Uber China into a "real Chinese company."

He explains: "We could have continued to run Uber as a part of Uber Global, but it was important for us to make it a Chinese company and get Chinese investors. Just like we have Chinese general managers operating and building the business, we should have Chinese shareholders as well."

The 38-year-old billion are says that "China is so different from the rest of the world ... to understand how different it is, [Uber China] should be a separate entity with separate management and separate headquarters. We want to make sure that Uber (China) is authentically and thoroughly Chinese, a real Chinese company ... For a company that at least started foreign, but is now becoming Chinese, the standard or the bar for being Chinese is higher than the traditional Chinese company. So we have to go above and beyond in becoming truly Chinese."

Of course, it hasn't all been plain sailing for Uber in China. In May, its Guangzhou offices were raided by the police. Drivers have previously been fined, and even had their vehicles confiscated, as the company disrupts the largely state-owned established taxi industry. And now it is is facing a new challenge: Didi Kuaidi, the biggest Chinese ride-hailing company, has raised a $2 billion in a fresh round of funding.

But the scale of the growth Uber is seeing makes it clear why the startup is being put off. In a document to investors leaked in early June, Kalanick wrote that "to put it frankly, China represents one of the largest untapped markets for Uber, potentially larger than the US."

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The ban on Uber in India's capital city is over

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Travis Kalanick

BANGALORE -- An Indian court Wednesday threw out a total ban in New Dehli on Uber Technologies Inc. and its largest competitor.

The state government of Delhi had rejected applications by Uber and its local local cab-hailing app competitor ANI Technologies, which operates Ola Cabs, for permits under existing radio-taxi rules.

More recently, the authorities had sought to enforce the ban by impounding vehicles running on the networks.

In his order, Justice Manmohan, the Delhi High Court judge, noted: “A total prohibition or a blanket ban on the right to carry on any trade, business or profession should be imposed in the rarest of rare or in exceptional circumstances.” The judge left it open for the Delhi state Transport Department to seek additional information from ride-booking service providers and come up with reasonable restrictions.
 
The ban was first imposed in December after a woman passenger in a cab that was part of Uber’s network accused her driver of rape. The driver was arrested and is being prosecuted in an Indian court.

“We have always had immense faith in the country's judiciary and welcome the order of the Hon'ble Delhi High Court invalidating the coercive actions against our driver-partners,” Gagan Bhatia, Uber’s general manager in Delhi, said in a statement emailed to International Business Times.

uber

This court decision could pave the way for the California ride-hailing company’s rapid expansion in its largest market after the U.S. Uber announced it planned to spend upward of $50 million to set up anIndia operations center in the southern Indian city of Hyderabad.

“We emphasize the need for sector-specific regulation for technology-based aggregators in the country,” Bhatia said. “We are committed to working with the government to develop a regulatory framework that encourages innovation, provides consumers with more choice, drivers with more economic opportunity, while creating a safer transportation environment for everyone.”

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Mexico City could become first in the world to limit Uber cars

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An illustration picture shows the logo of car-sharing service app Uber on a smartphone next to the picture of an official German taxi sign in Frankfurt, September 15, 2014. REUTERS/Kai Pfaffenbach

MEXICO CITY (Reuters) - Mexico City could become the first city in the world to limit the number of Uber cars, draft regulation shows, in the latest potential hurdle for the ride-hailing service that has spurred a regulatory backlash around the globe.

The San Francisco-based company would also have to use vehicles costing a minimum of 250,000 pesos ($15,883) that are no more than seven years old, according to the draft plan drawn up by the Mexico City government seen by Reuters on Friday.

A Mexico City government official working on the regulation confirmed the details of the document, which was drafted on Thursday and is expected to be finished next week. The official noted that details of the draft are still being negotiated.

Uber said it could not comment since it has not seen the draft, which does not specify the car limit, leaving the number to the Mexico City transport ministry's discretion.

Regulation by Mexico City would be the first for Uber in Latin America and is also set to apply to other ride-hailing apps such as Cabify.

Uber's public policy chief Corey Owens said this week in an interview he strongly opposed limiting its fleet of cars.

"Imposing some arbitrary cap on the number of vehicles would simply create the same problems that Mexico City residents have suffered in the existing taxi industry," he said.

Owens said no city has imposed a cap on the number of Uber cars in circulation to date.

(Reporting by Max de Haldevang; Editing by Dave Graham, Bernard Orr)

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The insanely successful life of Uber billionaire Travis Kalanick

Uber's billionaire CEO will be one of Stephen Colbert's first guests on the 'Late Show'

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Travis Kalanick

Uber CEO Travis Kalanick will be among Stephen Colbert's first guests on The Late Show.

We first saw the news when New York Times reporter David Itzkoff tweeted out Colbert's lineup for the first week he'll be hosting the "Late Show" on CBS.

Kalanick will be in good company: on his first week, Colbert will also be hosting Tesla Motors CEO Elon Musk, actress Scarlett Johansson, comedian Amy Schumer, and actor George Clooney.

Colbert was first named David Letterman's replacement on CBS' "Late Show" in April of last year. Colbert said at the time he would be himself, not the right-wing character he played on Comedy Central's "The Colbert Report."

The Late Show with Stephen Colbert premieres September 8. Kalanick will make an appearance on the show on September 10. 

SEE ALSO: Here's proof that Uber is obliterating New York City's taxi industry

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Investors are starting to worry that some big-name startups are overvalued

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A specialist trader is reflected on his screen on the floor of the New York Stock Exchange August 25, 2015. REUTERS/Brendan McDermid

SAN FRANCISCO (Reuters) - The waves of cash surfed relentlessly by some of Silicon Valley's largest venture-backed businesses are showing signs of receding amid concern the companies may already worth more than they're likely to be valued once they finally go public.

Investors have created 132 privately held companies valued at $1 billion or more each, according to tracker firm CB Insights, including ride-hailing service Uber, accommodation service Airbnb and messaging app Snapchat. After a turbulent week for equities, prompted by worries about the faltering Chinese economy, it may take longer for companies aiming to join their ranks to raise multi million-dollar funding rounds, and they may not get the investment terms they want.

"Many companies in the market for funding right now are struggling to meet their valuation expectations and are going to have to reassess," said Jon Sakoda of venture firm NEA.

In the last couple of years, the biggest VC-backed firms, dubbed "unicorns" in 2013 by venture capitalist Aileen Lee of Cowboy Ventures, raised increasing amounts of money at a rapid pace. Airbnb, for instance, raised three nine-figure funding rounds starting in 2011.

In June it sealed a $1.5 billion deal that propelled its valuation to $25.5 billion, the third-largest among venture capital-backed companies worldwide.

Venture capitalists started seeing indications a few months ago that late-stage investors, the ones who back unicorns, would be less willing to write nine-figure checks for all but the most impressive startups.

"Investors are now being much more selective identifying which companies can succeed under the scrutiny of the public markets," said Roger Lee, an investing partner with Battery Ventures.

An end to the six-year stock market bull run seemed inevitable, they said, and they are less confident that all of these companies will live up to their hefty valuations when they go public, which is how these investors make money.

The number of IPOs trading at less than their offering prices has bolstered their doubts. As of late last week, 58 percent of the 38 tech and biotechnology IPOs so far this year were underwater, according to data provided by market-intelligence firm Ipreo and analyzed by Reuters.

To gauge investor faith in late-stage companies, Barry Kramer, a lawyer at Fenwick & West specializing in venture capital, keeps an eye on whether more deals come with strict protections for investors.

Uber CEO Travis Kalanick  in San Francisco, California June 3, 2015.  REUTERS/Robert Galbraith

MONEY BACK

One of several he's watching is known as a "senior liquidation preference," where new investors are guaranteed their money back before any other investor in the event the company is acquired at a price below what the investor paid.

At the end of last year, about 26 percent of late-stage Silicon Valley venture deals came with that protection, but today, it's about 40 percent, Kramer said.

"That's an important signal to me," he said, adding it's too early to draw conclusions after just two quarters. It can also indicate less negotiating leverage for the start-up, another sign of weakness.

Still, the biggest and fastest-growing of the group will likely be insulated from the market unease.

Take Uber, which just closed a $1 billion funding round in China ahead of schedule and with more investors than it could accept.

It is difficult to know how much effect the recent market rout has had on the valuation of the biggest VC-backed companies, because start-ups are typically valued when they seek funding, perhaps once a year.

One indicator could be GSV Capital, a Nasdaq-traded fund that buys shares of private companies from early employees and others. The fund, which as of June 30 held 12.5 percent of its assets in data-analysis company Palantir and 7.7 percent in storage company Dropbox, has dropped 6 percent since Aug. 20.

Some companies said they have noticed worry among investors. San Mateo, California-based Apttus, which provides cloud software for businesses, closed a $108 million funding round about three weeks ago.

"There is very much concern about frothiness and an impending correction," said Apttus CEO Kirk Krappe.

Apttus raised the cash it wanted, but other companies got the brush-off. One late-stage venture investor said that five to six startups he declined to fund last quarter because of what he considered pricey terms came back willing to re-enter negotiations after being turned down elsewhere.

A year ago, he would have heard back from only one or two in that situation, he said. The investor didn't want to be identified for fear of offending his portfolio companies.

(Editing by Stephen R. Trousdale aand John Pickering)

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Travis Kalanick's first company got sued for $250 billion — so he started a new 'revenge business' that made him a millionaire

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uber ceo travis Kalanick

Fast Company just published a new profile of Uber CEO Travis Kalanick.

Besides running through Kalanick's youth and his past entrepreneurial endeavors, the complimentary story talks about the company's ambitions in China and its UberPool initiatives.

Writer Max Chafkin spent five months reporting the story and spending tons of time with Kalanick, who has been a bit press-shy in the past year.

Before Kalanick ever thought of starting the company that would become $51 billion Uber, he was an early employee at a company called Scour. Scour was a peer-to-peer search engine for files, videos, movies, and images, which employed SMB protocol to crawl people's Windows directories, index their files and let others download them. Shawn Fanning, who ended up cofounding Napster, was an early user.

But even though users liked Scour, movie studios and record labels did not. Scour let users download content for free without paying. A bunch of entertainment companies sued Scour for $250 billion. The company was forced to file for Chapter 11 bankruptcy protection.

Almost immediately though, Kalanick started plotting his next company — a "revenge business," he told Fast Company. 

"The idea was to take those 33 litigants that sued me and turn them into customers," he told the audience at FailCon, a forum in which founders offer hard-won lessons from their business failures. "So now those dudes who are suing me are paying me."

The company, called RedSwoosh, was a networking software company. RedSwoosh launched in 2000, endured fallout from the post-9/11 stock market crash, and faced difficulty staying afloat at times. But ultimately, RedSwoosh was acquired in 2007 by Akamai for $23 million — $19 million in stock and $4 million in earn-outs.

The sale made Travis Kalanick a millionaire. Later, he'd go on to found Ubercab, the company that would become Uber.

You can read Fast Company's whole profile on Kalanick here.

SEE ALSO: I spent a week using the taxi app Gett and now I know how Uber will destroy its competitors

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Uber CEO Travis Kalanick called a would-be exec every single day for two weeks to quiz him before giving him the job

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travis kalanick uber

Fast Company just published a new profile of Uber CEO Travis Kalanick.

Max Chafkin wrote the story after five months of reporting,  spending tons of time with Kalanick and more than a dozen investors, coworkers, employees, and friends.

The story deals both with Uber as a growing entity as well as talking a bit more about Kalanick as the guy behind the $51 billion ride-hailing company.

It's filled with anecdotes that show how Kalanick operates as a businessman and as the CEO of Uber.

One such story shows Kalanick as a guy who loves debate. 

Almost three years ago, Fast Company reports, Thuan Pham, a VP at VMware, was interviewing at Uber. Before he got hired, Travis Kalanick called him on the phone "every day for two weeks to quiz him on recruiting or how best to manage engineers." The two spent 30 hours talking during that time. "We'd just hammer each other," Pham told Fast Company. Now, Pham is Uber's CTO. 

In addition, Kalanick encourages his employees to debate too. "What Travis infuses in the company is that the best ideas win," Pham told Fast Company. "You have to be willing to step on toes to make sure the idea is heard, and you’re supposed to only be loyal to the idea, to the truth."

You can read Fast Company's whole profile on Kalanick here.

SEE ALSO: Travis Kalanick's first company got sued for $250 billion — so he started a new 'revenge business' that made him a millionaire

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Travis Kalanick says he walks 40 miles a week inside Uber's San Francisco headquarters

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travis kalanick, ceo uber

Fast Company just published a new story featuring Uber CEO Travis Kalanick.

Besides running through Kalanick's youth and his past entrepreneurial endeavors, the complimentary story talks about the company's ambitions in China and its UberPool initiatives.

Writer Max Chafkin spent five months reporting the story and spending tons of time with Kalanick, who has been a bit press-shy in the past year.

The story sheds some light on Travis Kalanick's personality, what he's like to work for, and his idiosyncrasies and habits.

One of those habits includes walking 40 miles a week inside Uber's San Francisco office. 

Uber's SF headquarters has a walking track on its fourth floor. To be specific, "there is a two-foot-wide walking track, delineated by a stenciled pattern of the San Francisco city grid, running around the perimeter of the open-plan office," Fast Company reports. 

The track is a quarter-mile long, and Kalanick says he walks 40 miles, or the equivalent of 160 laps. It's where he goes to think, Kalanick tells Fast Company.

You can read Fast Company's full profile on Travis Kalanick and Uber here.

 

SEE ALSO: Travis Kalanick's first company got sued for $250 billion — so he started a new 'revenge business' that made him a millionaire

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Uber's CEO used to host intimate jam sessions at his home so entrepreneurs could hash out business ideas

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Travis KalanickFast Company recently published a new article featuring Uber CEO Travis Kalanick.

The profile recounts his work ethic and willingness to help startups he liked, sometimes by connecting entrepreneurs with up to 45 angel investors in one week and investing in the startup himself.

Kalanick also hosted intimate meetings of the minds for young people in tech who made it through the dotcom bubble burst.

Fast Company reveals as many as 15 people once visited Kalanick's home — fondly nicknamed the "Jam Pad"— to hash out business ideas. 

Well-known public speakers and entrepreneurs Gary Vaynerchuk and Aaron Levie, co-founder of the cloud content managing service Box, ate Kalanick's food, drank his booze, and played his Nintendo Wii while brainstorming. Visitors were even welcome to crash on his couch, though reports of the entrepreneurs playing Wii Tennis until early hours of the morning suggest that Jam Pad sessions were not intended for sleep. 

travis kalanick house jam pad

Kalanick's house was also the meeting location for a critical discussion on what Uber's future was going to look like. Of course, back in 2010 Uber was called Ubercab, and the startup consisted of only four employees working from a 10-by-10-foot space.

Then-CEO Ryan Graves informed Kalanick via a tweet that the entire Ubercab team would meet at the Jam Pad.

When the team met, they excitedly debated what Ubercab's brand should look like. One person said it should be extravagant and roll out services on airplanes and helicopters. Another suggested promoting the company with pictures of attractive women at nightclubs. 

But Kalanick had a larger vision for the company. Why couldn't people have a service that is both luxurious and economical?

"If Uber is lower-priced, then more people will want it," he told Fast Company. "And if more people want it and can afford it, then you have more cars on the road. And if you have more cars on the road, then your pickup times are lower, your reliability is better. The lower-cost product ends up being more luxurious than the high-end one."

Kalanick was formally named Uber's CEO later that year.

You can read Fast Company's entire profile on Kalanick here.

 

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Uber CEO Travis Kalanick got heckled during taping of 'The Late Show with Stephen Colbert'

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uber travis kalanick

Uber has faced many protests over its ride-hailing app, but this time the protests came directly to the CEO.

During a taping of "The Late Show with Stephen Colbert," Uber's CEO, Travis Kalanick, was interrupted by at least one protester in the upper balcony, according to several Business Insider reporters who were there and witnessed it.

The first time, the protester stood up during the taping and accused Kalanick of destroying taxi-industry jobs. Colbert let the protester speak for awhile, before saying that he had a question about that in his cue cards anyway.

Kalanick maintained that Uber pays better and offers more flexible hours than the taxi industry, an oft-repeated stance by the company.

Later, after Colbert did ask about "disruption" and potential negatives to Uber's business model, someone started yelling again and claimed that everything Kalanick was saying was a lie.

Colbert apologized for his audience in the end, saying that there was a lot of "passion" around the issue in New York City. Because an emotional interview with US Vice President Joe Biden ran long, it's unclear if the interview with Kalanick will run tonight as scheduled.

Business Insider reached out to Uber and CBS and will update this story if we hear back.

SEE ALSO: Uber fixes link problem after trip information appears in Google search results

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Uber's CEO just told Stephen Colbert Apple is working on self-driving cars (AAPL, TSLA)

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apple car

In Thursday's interview with newly-minted "Late Show" host Stephen Colbert, Uber CEO Travis Kalanick mentioned in front of a live studio audience that Apple is working on a self-driving car.

Colbert asked Kalanick about Uber reportedly ordering hundreds of thousands of Tesla cars — if Tesla and its CEO Elon Musk can pull off a premium self-driving car.

"Look, Google is doing the driverless thing, Tesla is doing the driverless thing, Apple is doing the driverless thing."

Kalanick intimated that self-driving cars are the future, hence Uber's potential investment in Tesla. Colbert happily admitted he is a Tesla owner, but did not follow up to Kalanick's comment about Apple making self-driving cars.

Though it was interesting to hear Kalanick mention Apple's driverless car project so casually on national television, this isn't the first we've heard on the topic. There have been several reports this year stating Apple is developing an all-electric self-driving vehicle, which could be ready by 2020, according to some reports. Apple has also notably hired many engineers and designers from within the automotive industry, particularly from Tesla Motors, due to the company's expertise in making electric car batteries.

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Uber's CEO gave us a lot of clues about what the future looks like

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An Uber sign is seen in a car in New York June 30, 2015. REUTERS/Eduardo Munoz

If you've spent any time in a major city, you've probably used Uber. You're out to dinner late, or you go to a midnight movie, or you don't know any taxi numbers and someone says, "Call an Uber!" 

They really should say, "Push a button on your phone and request an Uber driver to your location!"

The smartphone app-powered service connects freelance drivers with people in need of a ride; it's this focus that enrages the taxi industry the world over. Lawsuits and protests and the occasional city ban have become the norm for Uber (the company) while Uber (the service) rapidly weaves into mainstream culture.

But while the goings been rough for Uber, politically, thus far, it's going to get a lot tougher in the coming years. And that fight is going to come from Uber's own drivers.

"Google's doing the driverless thing. Tesla's doing the driverless thing. Apple's doing the driverless thing. The question for a tech company is do you want to be part of the future or do you want to resist the future. In many ways we don't want to be part of the taxi industry before us, so that's how we think about it."

That was Uber CEO Travis Kalanick on Thursday's "The Late Show with Stephen Colbert," speaking to what he sees as the inevitable future of his company and others like it: self-driving cars replacing the current system.

This isn't a new sentiment from the young CEO.

Kalanick told veteran technology journalist Kara Swisher last year at the annual Code Conference, "The magic of self-driving vehicles is that the reason Uber could be expensive is because you're not just paying for the car, you're paying for the other dude in the car."

As he sees it: you remove the drivers, replace them with a fleet of self-driving cars, and you've built something even more valuable than an app that connects open taxis with customers in need of rides.

Here's Kalanick's full answer from the Code Conference:

When there's no other dude in the car, the cost of taking an Uber anywhere becomes cheaper than owning a vehicle. Even if you want to go on a road trip, it would just be cheaper. The magic there is that you bring the cost down below the cost of ownership, for everybody, and then car ownership goes away.

We know Uber now as a company that's battling the taxi lobby with a service that forces competency on an entrenched, non-competitive industry. But in the near future, Uber — and Tesla, Apple, Google, and assuredly others — are actually going after the entire car industry. Uber is even partnering with Carnegie-Mellon University to help fund research on self-driving vehicles.

All that to say: The taxi industry is just the first victim of Uber in a process that's just starting, and it's fighting tooth and nail against inevitability. How soon will Uber drivers realize they're just a stopgap between "disrupting" the taxi industry structure and the outright death of the driver-based taxi industry? That's not clear, but don't expect the drivers to go without a fight. Even if they're fighting the inevitable.

Watch the full interview with Uber CEO Travis Kalanick from Thursday evening's "The Late Show with Stephen Colbert" right here:

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Here's how Uber got its start and grew to become the most valuable startup in the world

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GettyImages 159748508Five years ago, a company called UberCab made a splash in San Francisco by letting you hail a car with your smartphone. Since then, the company, now known as Uber, has spread like wildfire through the globe. Uber currently operates in 58 countries and is valued at over $50 billion.

But the road hasn't been easy.

Uber has fought rivals and regulators as it has transformed from a black-car service into a sprawling logistics company gunning for a future of self-driving cars. It has confronted threats from the taxi industry and even its own drivers.

But its valuation has continued to climb, and it has attracted more and more investors.

As Uber bolsters its war chest for a huge push into China, we look back at how the company got to where it is today. See the insane and successful journey of Uber and its CEO, Travis Kalanick, as it has moved from an idea to a worldwide phenomenon. 

June 1998: Scour, a peer-to-peer search-engine startup that Kalanick had dropped out of UCLA to join, snags its first investment from former Disney president Michael Ovitz and Ron Burkle of Yucaipa companies.

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October 2000: Scour files for Chapter 11 bankruptcy after being sued by several entertainment companies for around $250 billion.

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April 2007: Kalanick sells RedSwoosh, a company he'd founded in 2001, to Akamai for $23 million and becomes a millionaire. He says he started RedSwoosh as a “revenge business” to turn the 33 litigants who sued Scour into customers.

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Billionaire Salesforce CEO Marc Benioff loves the cheapest version of Uber — here's why (CRM)

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Marc Benioff and Travis Kalanick

Salesforce CEO Marc Benioff is worth nearly $4 billion, but that doesn't mean he doesn't think about saving a buck or two on cab rides.

On stage at Dreamforce, Salesforce's annual conference, Benioff revealed that he recently took Uber Pool, Uber's car pool service in which random riders are matched and taken to their respective destinations in the same car. Under this system, each rider gets to split their fare, making it a more affordable option.

Benioff says he got to share his ride with a young man working for Goldman Sachs. Although it was a random meeting, Benioff says he enjoyed the overall experience.

"It was pretty cool actually. It was a good ride sharing experience, but also a great way to meet somebody else," Benioff told Uber CEO Travis Kalanick during a fireside chat at Dreamforce on Wednesday.

But when asked about it, Kalanick said Uber Pool was more than just a cheaper service: it represents everything Uber wants to do in the future.

Because Uber Pool is so much more convenient and affordable than other Uber services, it's already becoming one of the most popular options among its users. As Uber Pool grows in size, more people will start using it while dropping the average cost of taking Uber rides.

"You'll no longer have parking problems in San Francisco, no longer traffic congestion...and you also create tens of thousands of jobs in the city," Kalanick said, noting that Uber Pool is less profitable for the company, but one of the most popular services among the users. 

"We're already doing over 100,000 people in each city Uber Pooling every week...almost half of our rides in San Francisco are Uber Pool," he said.

And Kalanick believes Uber's convenience, affordability, and reliability will only help him achieve the bigger vision for his company: getting every car "Uber'd" in the world.

"We want to be everywhere for everyone. If every car in San Francisco is Uber, there'd be no traffic," he said. 

SEE ALSO: The meteoric rise of Salesforce in one chart

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Uber is making its biggest bet yet on China

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Uber China Map Travis Kalanick

Uber has never been shy about making big bets, and so, in true Uber form, this week it made another huge one.

It’s called UberCommute and is described on the company’s blog as “carpooling at the press of a button.”

UberCommute is designed to pair drivers with riders traveling along similar routes. The basic vision is that a driver heading to work, or running an errand, or otherwise traveling in a given direction will log into the app and pick up a passenger heading the same way.

In a first for a to-be global product, Uber has chosen to develop and pilot UberCommute not in the United States but in Chengdu, China, which it calls its biggest city.

Uber launched in China in February 2014 before setting up shop that August in Chengdu, the main urban area of which has a population of 4 million to 5 million, depending on whose data you’re citing. This June, Uber CEO Travis Kalanick disclosed in a letter to investors that all of Uber’s Chinese cities—but in particular Chengdu—were growing at a truly fantastical rate.

After its first nine months on the market, Kalanick wrote, Chengdu alone was doing 479 times as many trips as New York City had at the same age. Yes, 479.

Combine those Chengdu population estimates with that towering growth figure and you get a city with a ton of liquidity, which for a product like UberCommute is a big deal. Most of Uber’s services depend on what the tech and venture capital communities lovingly refer to as “network effects,” i.e. the principle that the more people use something, the more valuable it becomes.

This is presumably one explanation for why Uber has been so aggressive in its expansion—as the number of people riding with and driving for Uber increases, so does the strength and stability of its platform, in a sort of perpetual supply-and-demand feedback loop.

Anyway, getting back to Chengdu. Since UberCommute is being conceived of first and foremost as an “entirely new product for drivers,” the market’s liquidity is especially important. The crucial inversion of UberCommute is that instead of supporting riders who are going somewhere and need a driver, it’s designed for drivers who already have a destination in mind and are willing to bring along a passenger.

On the surface it might sound very much the same, but in practical terms it means that the drivers on UberCommute are going to have a much lower tolerance for going out of their way to pick someone up than the typical Uber driver looking for a fare. What exactly that tolerance is, Uber doesn’t know yet.

What the company does know is that for UberCommute to work, it will need a ton of drivers and a ton of riders, so that drivers who may not want to deviate very far from their paths are in fact able to find a passenger. Hence why liquidity is key.

Uber currently seems to have two strategies for ginning up sufficient interest in UberCommute. The first is playing up in promotional materials how UberCommute promises to improve the well-known congestion problems in Chinese cities, providing a “real alternative to a world that looks like a parking lot and moves like a traffic jam.”

The second is making UberCommute ultra-ultra-cheap. I say ultra-ultra because People’s Uber, the UberX-like platform that Uber offers in China, is already heavily subsidized by Uber (on an almost unfathomable scale) and therefore ultra cheap.

UberCommute will be even cheaper—and so for Uber, which currently isn’t taking a commission on the service, in the short run even more expensive. But in the long run, if UberCommute catches on, it could also be ultra-ultra-successful.

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China just threw a major wrench into Uber's biggest expansion plans

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travis kalanickUber’s plans to expand in China may be about to hit a roadblock.

China’s Ministry of Transport has just issued draft rules that could pose big problems for the ride-hailing service’s efforts in China, according to a report in the Wall Street Journal on Sunday.

The new draft rules would significantly tighten the regulations that ride-hailing companies such as Uber and local rival Didi Kuaidi must adhere to, requiring the services to shoulder many of the costs of traditional taxi companies.

That could be a big problem for Uber, which has apparently declared China its most important market outside of the US. 

Among the proposed rules are requirements that drivers of ride-hailing services have at least three years of experience and that drivers work only for a single ride-hailing company. Ride hailing companies would have to register their cars as taxi services, insure vehicles and passengers and sign labor contracts with drivers.

The companies would also need to maintain servers in China and share data with local transportation authorities.

Not yet finalized

The rules could well change before they are finalized, and it’s not clear what the timeline is for implementing a final version of the rules, the report notes. 

UberThe rules could also add clarity to the ride-hailing business in China, which the report says currently operates in something of a gray-zone. But the prospect of tighter oversight in China could also be bad news for Uber, which has aggressive plans to expand in up to 100 additional cities in the country in the next year, the report notes.

And it represents the latest regulatory challenge to Uber, which has attained a whopping $51 billion valuation on investor expectations that its low-cost model and convenient technology will allow it to upend the taxi industry. The company is facing a class action lawsuit by drivers in the US seeking to be treated as employees rather than independent contractors, and politicians in countries from France to South Korea are threatening to crack down on its service.

Uber has apparently already placed servers in China, as part of its earlier effort to obtain an internet service company license in China, according to the Wall Street Journal report.

We’ve reached out to Uber and will update if we hear more.

SEE ALSO: Judge grants class-action status to Uber drivers who are suing to be classified as employees

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Woody Allen inspired billionaire Uber CEO Travis Kalanick to get back into startups

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travis kalanick uber

Uber CEO Travis Kalanick had an unlikely inspiration to help get him back into the startup world.

Speaking onstage at UCLA's Royce Hall on Monday, Kalanick addressed 1,200 entrepreneurs as he accepted the UCLA Venture Capital Fund's Entrepreneurial Achievement Award, Re/code reports.

Kalanick has always been something of an entrepreneur: When he was a kid he went door-to-door selling knives for Cutco. He started his first business at age 18, an SAT-prep course called New Way Academy.

He then spent some time as an angel investor, backing a number of startups before an unlikely figure inspired him to start another venture.

The 2008 Woody Allen film “Vicky Cristina Barcelona” ultimately helped inspire Kalanick to re-enter the startup field again, he said onstage Monday.

“I thought, ‘That guy’s old, but he’s still got it,'” he said about the director. “He still has his art. He still has the ability to relate. And he’s still sharing with the world. I said, ‘You know what? Let’s try again.'”

Kalanick went on to a series of ventures before co-founding Uber.

Before Kalanick ever thought of starting the company that would become $51 billion Uber, he was an early employee at a company called Scour. Scour was a peer-to-peer search engine for files, videos, movies, and images, which employed SMB protocol to crawl through people's Windows directories, index their files, and let others download them. Shawn Fanning, who ended up cofounding Napster, was an early Scour user.

But even though users liked Scour, movie studios and record labels did not. Scour let users download content for free without paying. A bunch of entertainment companies sued Scour for $250 billion. The company was forced to file for Chapter 11 bankruptcy protection.

Almost immediately though, Kalanick started plotting his next company.

"The idea was to take those 33 litigants that sued me and turn them into customers," he told the audience at FailCon, a forum in which founders offer hard-won lessons from their business failures. "So now those dudes who are suing me are paying me."

The company, called RedSwoosh, was a networking software company. RedSwoosh launched in 2000, endured fallout from the post-9/11 stock market crash, and faced difficulty staying afloat at times. But ultimately, RedSwoosh was acquired in 2007 by Akamai for $23 million — $19 million in stock and $4 million in earn-outs.

The sale made Travis Kalanick a millionaire. Later, he'd go on to cofound Ubercab, the company that would ultimately become Uber.

SEE ALSO: Travis Kalanick's first company got sued for $250 billion — so he started a new 'revenge business' that made him a millionaire

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Uber CEO says it's 'nowhere near' going public even though Mark Zuckerberg is pressuring him

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Travis Kalanick

Uber CEO Travis Kalanick says that the on-demand car service is "nowhere near" going public, despite raising more than $5 billion total with a current valuation of $50+ billion.

"We're maturing as a company, but we're still like eighth graders," Kalanick said on stage at the Wall Street Journal's WSJDLive conference. "We're in junior high. And someone's telling us we need to go to the prom. But it's a little early. Give us a few years. Give us a little time."

Earlier in the conference, famed investor Bill Gurley said that the worst advice Silicon Valley ever received was to stay private longer. Kalanick says that although he's received pressure from both Gurley and Facebook CEO Mark Zuckerberg, the timing isn't right yet. 

("It took Facebook a long time to go public, but once they did, Zuck has become a huge proponent — is it misery enjoys company?" Kalanick joked.) 

For now, Uber isn't having any trouble raising money. 

"In years and decades past, you'd go public for that last slug of capital to get to market," he said. "And the dynamics have changed. There's a lot of money in the private markets. So that part of going public is no longer there. We feel good about where we are. We feel good about the future. We're just not ready for that kind of event."

Kalanick did concede that although he personally hasn't sold a single share in the company, he knows that some employees will be calling for a way to turn their equity into cash. Uber employees and their significant others, Kalanick adds, will come with their "pitchforks and torches" and demand that they have some way to get a payout. "Some sort" of liquidity event will happen, he says. 

But, the IPO is still a while off:

"We're just nowhere near it right now."

SEE ALSO: Bill Gurley: Here's the worst advice ever given to Silicon Valley startups

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